Texts for reading Holding Meetings

1. Much of any manager’s time is taken up with meetings. There are meetings with colleagues to agree a course of action. There are meetings with superiors to report and to discuss future policies. There are meetings with subordinates. Many would say that there are far too many meetings: some would be even less polite. There can, however, be no doubt that meetings are part of every manager’s life. He should therefore know how to cope with them. He should know the techniques of communication on meetings. He should know how to use these techniques to his own advantage.

2. It is sometimes suggested that when a manager can’t think what to do, he holds a meeting. But meetings in themselves are not an end product, no matter what some may think. They are merely one of many means of management communication. It may well be that a problem can be solved by a one-to-one discussion, face to face, or even by telephone. If the need can be met without a meeting, so be it.

3. Let us therefore define a meeting, in the management sense, as the gathering together of a group of people for a controlled discussion, with a specific purpose. Each of those attending the meeting has a need to be there and both discussion and its result could not be so well achieved in any other way. It is often salutary to calculate the cost of a meeting. A simple meeting of a few people on middle-executive salaries can soon run into three-figure costs for wages alone. Do not, therefore, have unnecessary people sitting in at meetings and do ensure that all meetings are both efficient and effective.

4. The essentials of effective and efficient meetings are as follows:

1. A purpose: there are two basic purposes for all meetings – problem-solving or idea-generating. Both of these can, however, be further subdivided.

2. An agenda: without this essential piece of paper (or list on a blackboard) any meeting will quickly become out of control, and an uncontrolled meeting is most unlikely to be effective or efficient.

3. Members: these essential ingredients can be categorized in three types:

1. the chairman;

1. the secretary; and

1. the other members.

5 The people in each of these three categories have their own functions and duties; sometimes they conflict, but no one can operate alone. The members – in all three categories – will be expected to prepare for the meeting and once there, to concentrate, to communicate, and to co-operate, in order that the meeting will generate the next essential.

4. A result: the whole object of the exercise, but which will itself be inadequate until it is recorded in the final essential.

5. A report: usually those much-maligned minutes.

1. Put a tick or a cross in the box after each statement to show whether you think it is correct or not:

Managers are not very often required to attend meetings.
Some people think that holding a meeting is an end in itself.
It is better to hold a meeting than to try to settle a problem by telephone.
A meeting is intended to be a controlled discussion with a definite purpose.
The cost of a meeting is not important.
Meetings are called either to solve problems or to generate ideas.
The purpose of an agenda is to keep a meeting under control.
There is never any conflict between members of a committee.
Chairman, secretary and members must all co-operate if a meeting is to achieve anything.
The end product of a meeting is a written report.

2. Choose the correct definition of the following words as they are used in the text.

Paragraph 1 a superior is someone who is:

better

older

in a higher position

more intelligent

a subordinate is someone who is:

inferior

younger

less intelligent

in a lower position

Paragraph 3 salutary means:

wise

helpful

healthy

polite

Paragraph 5 inadequate means:

insufficient

incomplete

pointless

inefficient

maligned means:

neglected

disliked

unwanted

spoken badly of

Read and discuss the following newspaper information about jobs:

THE TIMES FRIDAY AUGUST 9 2002

Personal Assistant, Leader's Office

Ј24,858 • Ј26,157 pa inc

We are seeking an experienced, capable and highly skilled Personal Assistant to work in this high profile position providing comprehensive support to the Leader, Deputy Leader and Cabinet Members of the Council by undertaking a variety of secretarial duties as required.

This role involves considerable contact with members of the public and Barnet employees on the telephone, in writing and face-to-face - including responding to enquiries, producing correspondence and receiving guests to the office - so you will need interpersonal skills of the highest level to succeed.

In addition, you will need to demonstrate at least five years' similar experience at a senior level, and a thorough understanding of office systems and procedures, along with the ability to maintain a calm and efficient approach under pressure. You should possess a minimum typing speed of 70wpm, first-rate shorthand (100wpm) and audio copy typing ability (60wpm). It is important that you are a team player who is capable of guiding and developing staff, that you possess sound IT skills, and that you have an understanding of the need for confidentiality in a political environment.

Excellent communication skills and a proactive, flexible approach are essential requirements for this post, as is managing and supervising the team of full and part-time Secretaries in the Office. Therefore previous staff management experience is vital.

For an application pack, please call 020 8359 2741 (24-hours),

email recruitment@barnet.gov.uk or minicom 020 8359 6125 (24-hours).

Please quote your name, address and reference C4256.

Closing date: 23 August 2002

Barnet Council is committed to promoting equality, challenging discrimination and developing social inclusion. We therefore encourage applications from all sections of the community.

We are proud to be Investors in People. Visit our website at www.barnetgov.uk